FY 2011 BUDGET (MAY 5, 2010)

Transcription

1 Approved by Chancellor Spakes May 11, 2010 FY 2011 BUDGET (MAY 5, 2010) INTRODUCTION Taking into account a constrained resource environment, the FY 2011 budget recommendation supports the mission of the UWT campus, while providing the flexibility to respond effectively to future budget reductions. The annual budget development process was guided by UWT campus vision and core values: Access to an exceptional university education An interdisciplinary approach to knowledge and discovery in the 21 st century; A strong and mutually supportive relationship between the campus and its surrounding communities The core values are: excellence community diversity innovation The FY 2011 budget recommendation balances the need for long-term campus and program growth against the impacts of likely shortfalls through this biennium and into the next. For example, while the Budget Committee believes strongly that that a core of tenure track faculty is vital to curriculum development, shared governance activities, research, and the general sustainability of the UWT campus, the Committee has chosen to not include any fully-funded new tenure track faculty lines in this recommendation. Similarly, all recommendations for permanent funding were limited only to those requests that addressed critical and ongoing institutional risks and/or were viewed as opportunities for targeted investments in UWT programs and services. The FY 2011 budget recommendation provides not only recommended divisional funding allocations, but also, provides context for the budget development process. During its meetings and deliberations, the Budget Committee also discussed a variety of operations and planning issues that were either outside the purview of the group or require a policy review. The Committee will follow-up in May with observations and comments to append to this recommendation and information. BUDGETED ENROLLMENTS State Funded Enrollments: As with the first year of the biennium, no new state-funded enrollments were authorized for FY Therefore, these enrollments remain the same as in the prior fiscal year. Full enrollments are expected for FY UG General Enrollments Graduate Enrollments UW T State Appropriations Total 2,060 FTE 354 FTE 2,414 FTE Campus Enrollment Targets: Enrollment targets for FY 2011 total 2,655 FTE. They are unchanged from FY 2010.

2 UW TACOMA ANNUAL BUDGET PROCESS The budget planning principles and goals supported both the allocation of resources across the campus to support instruction and the allocation of resources within units to support the highest priorities of divisions. Budget Planning Overview The campus continues to work toward maintaining and improving the budget development process. The overall goal of the budget development process is to create a transparent, balanced, sustainable budget which distributes resources rationally across campus and advances the UWT mission and strategic plan. The Committee discussion and deliberations were guided by a commitment to: Campus strategic goals FY 2011 budget criteria Transparency Strategic campus growth Short-term budget flexibility for biennium budget planning Campus strategic goals The final FY budget recommendations support the goals of the campus strategic plan: 1 Goal I. Grow in an intentional manner consistent with University mission, values and vision. This will be accomplished through: 1. Institution-wide planning to accommodate sustained enrollment growth through and potentially beyond Spring of 2013; 2. Regular strategic and operational planning within each academic and administrative unit that includes current and new programming, preparation for growth, and measurable assessment; 3. Facilities master planning that provides the capacity to accommodate the physical space needs of a growing campus; 4. Acquiring the physical, financial, student support and academic resources necessary to implement and sustain planned growth in relation to surrounding communities. Goal II. Provide access to educational and professional opportunities for students, faculty, staff and community members. This will be accomplished through: 1. providing foundational support for holistic student growth, including the undergraduate experience; 2. Innovative collaboration with surrounding communities that recognizes that we are a campus in the heart of an urban center; 1 UWT Campus Strategic Plan: %20UW%20Tacoma%20Strategic%20Plan.pdf 2

3 3. Support and funding for intellectual, scholarly and creative growth, research, discovery and excellence; 4. Creating globally-centered opportunities for students, faculty, staff and the region; 5. Leveraging University of Washington expertise and resources. Goal III. Prepare students to participate in a diverse and increasingly complex world. This will be accomplished through: 1. Creating and strengthening of existing academic and co-curricular programming incorporating integrated knowledge and skills necessary for student success after graduation; 2. Innovative use of technology within the curriculum and in the delivery of programming where appropriate; 3. Embodying diversity and equity in all areas of the University and in relation to the surrounding communities; 4. Preparing students for responsible civic engagement at many levels locally, regionally, nationally and globally. Goal IV. Cultivate a University-wide culture of transparency, collaboration, and cooperation appropriate for a growing and multifaceted campus. This will be accomplished through: 1. Policies and decision-making procedures that enhance collaboration, cooperation and communication across campus units and that support the reality of shared governance; 2. Support for enhancing interdisciplinary learning and interaction throughout the University; 3. A common understanding and embodiment of student-centeredness that is reflective of the University s fundamental purpose. FY 2011 budget criteria The goals of the UWT Strategic Plan are embedded in the FY budget criteria established by the Chancellor. Evaluation and prioritization of divisional requests in terms of these criteria resulted in recommended budget allocations that fall under at least one of three categories: Emergency funding requests that have clear health and safety implications Urgent funding requests that address a critical gap in services caused by our previous budget reduction processes and the loss of positions Targeted funding requests that address a critical instructional need Transparency The FY 2011 budget recommendation was informed by an open submission and review process linked to divisional strategic planning. Details of the process were communicated clearly and regularly to the campus community. Budget Committee recommendations were made by collaboration and consensus; and are intended to position the campus for success in the short- and long-term. 3

4 Divisional heads (Assistant/Associate Vice Chancellors and Vice Chancellors) led the budget development processes for their respective units, evaluated and prioritized the requests they received, submitted divisional requests of only the highest and most critical need to the Budget Committee, and were encouraged to communicate outcomes back to their respective units. The Budget Committee examined each request and elicited additional information regarding unit strategic planning, the association between the request and budget committee s criteria, program metrics/drivers, and potential responses to future budget reductions. For each request for permanent allocation, the Budget Committee requested and received additional information and justification. The status of the budget development process was communicated directly by Budget Committee members to the full spectrum of administrative, faculty, leadership, and student groups. 2 Strategic campus growth Given the current constrained budget climate and the potential for future budget reductions, the FY 2011 budget development process recommends permanent funding for only the most mission critical needs. Mission critical needs were defined as those that presented a critical and ongoing institutional risk. As a result, the majority of allocations included in this recommendation are based on the use of temporary funding to maintain current levels of service and increase service levels to meet identified needs. Permanent funding recommendations were limited to only those requests that addressed clearly identified institutional risks and/or were viewed as opportunities for targeted investments in UWT programs and services. Finally, in accordance with specific guidance from the Chancellor, recommended allocations for funding of new faculty lines were kept to a minimum. Short-term budget flexibility for biennium budget planning In accordance with direction from the Office of Planning and Budgeting, the FY2011 budget recommendations take into account the potential for significant budget reductions in the biennium. To enhance future budget flexibility, 93 percent of the allocations included in this recommendation are temporary. This strategy maximizes the amount of available carry forward funds available for budget planning. 2 See 4

5 UNIVERSITY OF WASHINGTON TACOMA FY 2011 BUDGET SUMMARY (THOUSANDS) Adjusted Operating Budget (Estimated) State General Fund $ 20,782 Tuition Operating Fee 17,025 Total $ 37,807 Estimated Available for Allocation Carry Forward Funds $ 1,300 Additional Operating Fees (Tuition) 3 $ 1,972 Over enrollment $ 890 FY Budget Reduction $ <1,329> Total $ 2,833 Recommended Additional Expenses Fixed Costs (UWS Overhead, Utilities, Tech Fee, Benefits Increase, Faculty Salary Promotions) $ 756 Critical Institutional and Programmatic Needs Faculty $ 1,205 Staff 210 Operations 145 Strategic Growth Faculty $ 51 Staff 32 Operations 1 Contingency (Flexible funds for unexpected costs and emergency situations) $ 433 Total $ 2,833 3 Operating fees value represent net tuition revenue less designated fees, waivers, and grant funds (i.e. financial aid) 5

6 UNIVERSITY OF WASHINGTON TACOMAEXPENDITURES BY PROGRAM CODE The educational and general operations budget for higher education in the State of Washington is distributed across the following programs or expenditure categories: Instruction, Research, Public Service, Primary Support, Libraries, Student, Institutional Support, Plant Operation and Maintenance. These program or expenditure categories are further divided by subprograms or expenditure subcategories. The definitions for these programs and subprograms are provided by the Office of Financial Management and the program structure follows closely the standard expenditure classifications that are promoted by the following publications and organizations: Audits of Colleges and Universities by the American Institute of Certified Public Accountants (AICPA) College and University Business Administration by the National Association of College and University Business Officers (NACUBO) Higher Education Finance Manual by the National Center for Higher Education Management Systems (NCHEC) Charts 1 through 4 display actual and projected UWT expenditures by program category for FY 2010 and FY Category descriptions are available in Attachment 2. Chart 1. FY Permanent Budget Expenditures by NACUBO Program Code Plant Operations & Maintenance, 11% Overhead, 7% Debt, 1% Institutional Support, 8% Student, 8% Instruction, 51% Libraries, 6% Primary Support, 10% 6

7 Chart 2. FY Temporary Budget Expenditures by NACUBO Program Code Plant Operations & Maintenance, 14% Institutional Support, 8% Student, 7% Libraries, 1% Primary Support, 3% Instruction, 68% Chart 3. Projected Permanent Budget Expenditures by NACUBO Program Code Plant Operations & Maintenance, 11% Overhead, 7% Debt, 1% Institutional Support, 8% Student, 8% Instruction, 51% Libraries, 6% Primary Support, 10% Chart 4. Projected Temporary Budget Expenditures by NACUBO Program Code Primary Support, 3% Instruction, 80% Student, 9% Plant Operations & Maintenance, 8% 7

8 BUDGET DEVELOPMENT PLANNING Budget Reduction Planning For FY 2011, a budget reduction of $1.8 M (estimated) was used for planning prior to conclusion of legislative supplemental session; after the session, the final budget reduction for the University of Washington was determined and resulted in a revised estimated budget reduction of $1.3 million. In addition, during the budget planning process, the Budget Committee was asked to plan for budget reductions in FY2012 by the Office of the Provost. The Committee discussed how this new information should be used in the review of FY 2011 divisional budget requests. The Committee discussed the acceptable level of risk to apply to future planning and determined that the Provost s recommended 15 percent reduction in FY 2012 should be used. Given the impact of FY 2011 budget recommendations on the campus flexibility to address FY 2012 reductions, the Committee acknowledges that budget requests should be evaluated with greater scrutiny against the budget criteria outlined by the Chancellor for FY For example, the 'service gap' criterion could be viewed as a means of addressing critical service (non-instructional) problems that pose unacceptable institutional risk next year. Therefore, to respond to future reductions (e.g., limiting layoffs) in FY 2012 and provide flexibility, the Budget Committee recommends that the allocation of permanent funds be recommended for allocation to only those positions that pose a significant critical risk to the institution if not funded permanently next year. As a result, divisional heads whose budget requests included permanents funds were asked to reconsider their requests for permanent funds in relation to the FY 2012 forecast. They each provided statements that addressed the critical campus risk that would be addressed using permanent funds and how institutional risk would be mitigated. These additional filters guided the Committee to provide budget recommendations during a forecasted period of extraordinarily constrained resources. Total Campus Enrollments Based on the projections prepared by Institutional Research and Planning, the campus is expected to be at full enrollment (2,655 FTE) for the next fiscal year. For FY 2011, actual annualized enrollments for the year were 2,635 FTE or percent of the annualized FTE target. Update on the Primary Reserve Ratio Current data as we continue to track key performance campus metrics to help drive the University s mission and assess performance. Primary Reserve Ratio: This ratio measures the amount of time during which the campus can pay its expenses without relying on additional net assets. Primary Reserve Ratio = Expendable Net Assets = $18.7M = 0.45 Total Expenses $41.5M Expendable net assets equal total net assets less permanently restricted net assets (property, plant and equipment less long-term debt.) Total expenses are all expenses on the report. 8

9 For UWT, the.45 ratio means that the University can cover about 5.5 months of expenses. In prior years, the primary reserve ratio was 0.56 (FY 2008), 0.46 (FY 2007), 0.46 (FY 2006), 0.47 (FY 2005) and 0.59 (FY 2004). We anticipate that the current.45ratio will decline next year given the budget reductions taken in FY 2009 and FY Budget (Contingency) Reserve Institutional financial reserves are critical for cushioning the effects of unanticipated costs and emergency situations. Because the long-term future of the campus depends on its ability to replace and enhance its capital base, managing its funding streams is essential to achieving our mission. For FY 2011, the contingency funds are estimated at approximately $433,000. The Committee understands that this contingency amount will be finalized after final budget reductions and tuition collections are confirmed by UW Seattle and after the Board of Regents approves the UW s budget for FY 2011 at its June meeting. After that point and as the next fiscal year unfolds, the Committee will make itself available to evaluate any additional temporary needs of the campus that may impact this contingency. REVENUE PROJECTIONS SUMMARY Total new revenues for FY 2011 are projected to be $1,972,000. These funds are net revenues generated by the increase of undergraduate tuition to 14%. They are calculated on resident headcount and include resident and non-resident fees which are then adjusted for tuition waivers and financial aid required by UW Seattle. State General Fund As with the first year of the biennium, no new State General Fund revenue is allocated in FY Carry forward Funds For FY 2010, the campus allocated $1.3 million as temporary funds. These funds will carry forward into FY 2011 and are referred to as carry forward funds. Tuition Operating Fee For the biennium, the tuition cap of 7% was authorized at 14% for resident undergraduate students. This will generate approximately $1.9 million in new revenue in FY Over-enrollment Funds In FY2010, in response to a higher than usual enrollment acceptance rate, the target was reset in August to 2655, which was 241 FTE greater than the state-funded amount on an annualized basis. As a result, for the FY 2010 budget year, the annualized over-enrollment of 241 FTE was projected to generate an estimated gross $1.3 million in temporary over-enrollment funds. However, projections based on current actual collections indicate that actual receipts will be approximately $890,000. With the close 9

10 of the current fiscal year, the campus will be able to analyze the cause of the variance between the estimated gross revenue and the actual collections and thus be able to forecast future revenues for over-enrollment. A brief is posted at the following website to serves as a resource to explain the collection, budgeting, and allocation of revenue resulting from over-enrollment FTE: 10.pdf Tuition Waiver Temporary Funds The UW is required to budget tuition waivers as outlined in the Washington State RCW 28B The required amount budgeted for tuition waivers annually has typically exceeded the funds actually used for tuition waivers, and the residual has been used as a fund allocated at the Chancellor s discretion. For , approximately $1 million (projected) in temporary funds to be allocated at the Chancellor s discretion from this source. Past temporary funding from this source has supported new program and facilities start-up or other similar one-time costs. Permanent obligations cannot be funded from this source. Summer Session Funds At its initial Budget Committee meeting, the Chancellor provided the Committee with its specific charge for the FY 2011 budget and answered Committee questions. The Chancellor informed the Committee that in addition to new revenue (operating tuition and over-enrollment), if needed, summer session net revenues could be also considered for allocation by the Committee to address a short-term use by providing a funding bridge for any critical gap. However, after the conclusion of the legislative session, the final budget reduction for the campus was less severe than forecasted, which provided the campus with more financial flexibility. As a result, based on the new revenue (operating tuition and over-enrollment) available of $2.09 million, sufficient funds were available to address the campus-wide requests without impacting summer session funds. 10

11 BUDGET EXPENDITURE SUMMARY Overview Budget expenditure recommendations for FY 2011 reflect both the current budget climate and expected budget reductions in the next biennium. Additional fixed costs for FY2011 are estimated to be $755,925. These costs include UWS Overhead, Utilities, Tech Fee, Benefits, Faculty Salary Promotions and require permanent funding, leaving $2,097,834 available for allocation as permanent/temporary funding to divisions and as contingency funding. requests were developed at the division level and only the most critical funding requests were forwarded to the Budget Committee. FY 2011 divisional requests totaled $1,804,907 and are summarized in Table 1. Table 1. FY2011 Budget Requests by Division Division Request Academic Affairs $ 1,562,944 Administrative $ 28,375 Advancement $ 43,562 Enrollment $ 62,570 Student Affairs $ 107,069 Equity/Diversity -- Chancellor -- Total $1,804,907 FY 2011 budget recommendations are shaped by several factors as indicated in the Methodology section below. Recommended budget items are those which: 1. Link to Strategic Planning Goals: As in any budget year, recommendations are guided by the four goals of the UWT strategic plan. 2. Link to Budget Criteria: Recommendations are based on alignment with three budget criteria defined by the Chancellor. 3. Promote Financial Flexibility: Recommendations are informed by the potential for additional budget reductions in the biennium. To preserve financial flexibility in the event of such reductions, the Committee limited recommendations for permanent funding to only the most mission-critical requests. 4. Rationalize Use of Different Sources: Recommendations take into account the type of revenue that will be used to fund the activity in question. Over-enrollment tuition funds were viewed as less certain and were attached only to temporary allocations. 11

12 Methodology As in past years, the Committee s recommendations are guided by the four goals of the University of Washington Tacoma Strategic Plan. For the FY 2011 budget recommendation, the Committee received additional budget criteria from the Chancellor that all recommended budget allocations fall under at least one of the following categories: 1. Emergency funding requests that have clear health and safety implications 2. Urgent funding requests that address a critical gap in services caused by our previous budget reduction processes and the loss of positions 3. Targeted funding requests that address a critical instructional need Because of limited availability of new funding, the unprecedented use of over-enrollment funds as temporary operating revenue, and the potential for budget reductions in the biennium, the majority (93 percent) of recommended allocations are temporary. Seven percent are permanent. Available operating revenue from tuition was allocated to new and increased fixed costs, permanent and temporary allocations, and contingency funds. Over-enrollment revenue was allocated temporarily to activities that addressed directly greater classroom and service demands resulting from over-enrollment. Summary of Fixed Costs Additional fixed costs for FY2011 are estimated to be $755,925. These costs require permanent funding and include: Increased UWS overhead costs (10% of new revenue) Overall increases to benefit rates Increased utility costs, resulting from predicted rate hikes and bringing the Joy Building on line New costs resulting from changes to the calculation and structure of the UW technology fee New faculty salary promotions costs Summary of Divisional Budget Requests and Recommended Divisional heads (Assistant/Associate Vice Chancellors and Vice Chancellors) led the budget development processes in partnership with their respective units, evaluating and prioritizing requests received, then forwarding to the Budget Committee only highest priority requests that addressed critical programmatic needs. Divisional requests for permanent and temporary funding are presented in Table 2. 12

13 Table 2. FY2011 Budget Requests by Division Division Permanent Requests Temporary Requests Total Request Academic Affairs $ 190,834 $ 1,372,914 $ 1,562,944 Administrative $ 28, $ 28,735 Advancement -- $ 43,562 $ 43,562 Enrollment $ 29,300 $ 32,297 $ 62,697 Student Affairs $ 87,068 $ 20,000 $ 107,068 Equity/Diversity Chancellor Total $ 1,804,907 A summary of recommended allocations is provided in Attachment 1. Total recommendations for FY 2011 were $1,644,422. As part of initial planning for potential budget reductions in the biennium, temporary allocations account for 93 percent of the total recommendation (see Table 2). Permanent allocations were limited to activities that address critical institutional risk and/or planned and targeted strategic programmatic growth. In keeping with the UWT core mission of educating diverse learners and transforming communities, 76 percent of FY 2011 budget recommendations are for faculty and lecturers (see Table 3). This dedication to creating and disseminating knowledge is also evident in the distribution of funding according to FY 2011 budget criteria, as 86 percent of recommended allocations are intended to address critical instructional needs (see Table 4). Table 3. FY 2011 Recommended Permanent and Temporary Allocations by Fund Source Permanent Allocations Temporary Allocations Total Operating -Tuition $109,361 $64 5,061 $754,422 Over-enrollment -- $890,000 $890,000 Total $109,361 $1,53 5,061 $1,644,422 13

14 Table 4. Recommended Divisional Budget Allocations by FY 2011 Budget Priorities Priority 1 Health and Safety Priority 2 Critical Gap in Priority 3 Critical Instructional Needs TOTAL Academic Affairs Allocation Amount $ 1,424,240 $ 1,424,240 Percent Total Allocations % 86.6.% Administrative Allocation Amount $ 28, $ 28,735 Percent Total Allocations 1.7% % Advancement Allocation Amount -- $ 21, $ 21,781 Percent Total Allocations % % Enrollment Allocation Amount -- $ 62, $ 62,597 Percent Total Allocations % % Student Affairs Allocation Amount $ 68,901 $ 38, $ 107,068 Percent Total Allocations 4.2% 2.3% % TOTAL ALLOCATIONS $ 97,63 5 $ 122,546 $ 1,424,240 $ 1,644,422 TOTAL PERCENT 5.9% 7.5% 86.6% 100% 14

15 Academic Affairs Total Request: Recommended Total Allocation: Recommended Total Permanent Allocation: Recommended Total Temporary Allocation: $ 1,562,944 $ 1,424,240 $ 51,326 $ 1,372,914 The program indicators for Academic Affairs may be found on the UWT budget website along with the division s prioritized budget requests. The summary includes metrics by academic program to guide allocation decisions within Academic Affairs. For FY , Academic Affairs has made the following request which is summarized in Attachment 1. Item Permanent Request Temporary Request Total Request Faculty/Lecturers $ 162,030 $ 1,204,632 $1,366,662 Staff $ 28,000 $ 43,282 $ 74,577 Operating -- $ 125,000 $ 125,000 ` TOTAL $ 190,834 $1,372,914 $1,562,944 Mission Critical Needs The division s principal concern for the coming year centers on how to continue to meet predicted enrollment demand, including over-enrollment demand, while continuing to invest in existing programs and expanding the curriculum. The continued use of temporary revenue to fund instruction has resulted in an undesirable growth of temporary and non-tenured lecturers compared to tenure/tenure-track faculty. The committee agrees that a core of tenured faculty is critical to the continued growth and success of UWT. However, the use of temporary over-enrollment revenue in the current budget, coupled with the direction to plan for budget reductions in the biennium, precludes the Committee s ability to recommend the allocation of fully-funded faculty lines in this recommendation. The majority of recommended funding for Academic Affairs is for temporary lecturer funds. Also recommended is permanent funding for half of a new faculty line for the Nursing Program, an increase of temporary hourly tutor funds for the Teaching and Learning Center, and renewal of temporary funds for the ongoing replacement/upgrade of campus IT equipment. Recommendations Faculty Recommendations for faculty funding total $1,255,958 and include $1,204, 632 in temporary funding. Earlier this fiscal year, the Chancellor approved $650,000 for the hiring of full-time and part-time lecturers in FY Recommendations consist primarily of funding for temporary lecturers to meet predicted enrollment demands, including over-enrollment. Also included is funding half of a new faculty line to 15

16 support the planned growth of the Healthcare Leadership Program. The partial funding of this position allows for the use of existing resources to fund two other permanent faculty lines in programs with increasing enrollments, justifying the allocation from the limited pool of permanent funding available in this budget. Criteria Recommendation Unit Source Temp/perm Amount Critical Instructional Needs Critical Instructional Needs Lecturers Multiple Lecturers Multiple Over-enrollment Tuition and Over-enrollment Temp $ 650,000* Temp $ 554,632 Critical Instructional Needs.5 Assistant Professor Nursing Operating Perm $ 51,326 TOTAL $ 1,255,958 * Prior Commitment: authorized by the Chancellor earlier this fiscal year for lecturers. Staffing Staffing recommendation is for $42,940 in temporary funding for the Teaching and Learning Center. Funds will allow the TLC to maintain its current hours of operation and continue offering new science tutoring services. The Committee agrees that student provided tutoring meets a critical instructional need and yields academic benefits for all involved. Criteria Recommendation Unit Source Temp/perm Amount Critical Instructional Needs Hourly Tutor Funds Teaching and Learning Center Operating Temp $ 42,940 TOTAL $ 42,940 Operations Operations recommendation is for $125,000 in temporary funding to update/replace computers, projectors, and other IT equipment in campus classrooms and offices. The recommendation meets a critical instructional need by ensuring that students, staff and faculty continue to have access to high quality teaching and learning tools. Criteria Recommendation Unit Source Temp/perm Amount Critical Instructional Needs Campus IT Equipment Multiple Operating Temp $ 125,000 TOTAL $ 125,000 16

17 Administrative Total Request: Recommended Total Allocation: Recommended Total Permanent Allocation: Recommended Total Temporary Allocation: $ 28,735 $ 28,735 $ -- $ 28,735 The program indicators for Administrative may be found on the UWT budget website along with the division s prioritized budget requests. The summary includes metrics by academic program to guide allocation decisions within Administrative. For FY , Administrative has made the following request which is summarized in Attachment 1. Item Permanent Temporary Total Request Faculty/Lecturers Staff $ 28, $ 28,735 Operating ` TOTAL $ 28, $ 28,735 Mission Critical Needs The division s first and only priority is for a.50 FTE Campus Security Officer. The committee agrees that the continued growth in student FTE, the activation of new campus buildings and student services, and increasing trends in reported criminal incidences on the UWT campus are pushing the limits of current campus security staff resources, constituting and immediate health and safety need. Priority Recommendation Staffing Staffing recommendation includes permanent funding for a.50 FTE Campus Safety Officer. The critical institutional risks associated with not having an adequate campus security presence necessitate allocation from the limited pool of permanent funding available in this budget. Criteria Recommendation Unit Source Temp/perm Amount Immediate Health and Safety Need.50 Campus Safety Officer Campus Safety Operating Permanent $ 28,735 TOTAL $ 28,735 17

18 Advancement Total Request: Recommended Total Allocation: Recommended Total Permanent Allocation: Recommended Total Temporary Allocation: $ $ 21,768 $ -- $ 21,768 The program indicators for Advancement may be found on the UWT budget website along with the division s prioritized budget requests. The summary includes metrics by academic program to guide allocation decisions within Advancement. For FY , Advancement has made the following request which is summarized in Attachment 1. Item Permanent Temporary Total Request Faculty Staff -- $ 43,562 $ 43,562 Operating ` TOTAL -- $ 43,562 $ 43,562 Mission Critical Needs The division s first and only priority is for a 1.0 FTE Full-time Office Assistant II. The Committee agrees that the assumption of responsibility for Phillip Hall by the Office of Advancement has resulted in an unacceptable reduction in front desk coverage and in critical high level assistance to senior advancement staff, constituting a critical gap in service. However, the Committee believes that a.5 FTE position will provide necessary coverage and support for the Office of Advancement while preserving staffing required for Phillip Hall to become self sustaining in the long-term. Priority Recommendation Staffing Staffing recommendation includes $21,768 in temporary funding for a.5 FTE Office Assistant II. Recommended funding will provide necessary coverage and support for the Office of Advancement while preserving staffing required for Phillip Hall to become self sustaining in the long-term. The recommendation to fund.5 FTE is considered high priority by the Committee. The remaining.5 FTE is considered a medium priority and not included for funding in this recommendation. Criteria Recommendation Unit Source Temp/perm Amount Critical Gap in.5 FTE Office Assistant 2 Advancement Operating Temp $ 21,768 TOTAL $ 21,768 18

19 Enrollment Total Request: Recommended Total Allocation: Recommended Total Permanent Allocation: Recommended Total Temporary Allocation: $ 62,597 $ 62,597 $ 29,300 $ 33,297 The program indicators for Enrollment may be found on the UWT budget website along with the division s prioritized budget requests. The summary includes metrics by academic program to guide allocation decisions within Enrollment. For FY , Enrollment has made the following request which is summarized on Attachment 1. Item Permanent Temporary Total Request Faculty Staff $ 29,300 $ 32,297 4 $ 61,597 Operating -- $ 1,000 $ 1,000 ` TOTAL $ 29,300 $ 32,297 $ 62,597 Mission Critical Needs The division s first priority is for permanent funding to create a full-time Campus Registrar position. The Committee agrees that as a result of recent budget reductions, Enrollment no longer has the administrative flexibility to negotiate the inefficiencies resulting from having Registrar and Director of Admissions roles combined in one job description, constituting a critical gap in service. The Committee also agrees that having a full-time dedicated Campus Registrar will be critical to the long-term viability of the UWT campus. The division s second priority is for temporary funding to create dedicated International Student Service (ISS) capacities in Enrollment. The Committee agrees that the volume and type of work necessary to effectively recruit and serve international students is beyond the current staffing resources of Enrollment, constituting a critical gap in service. The Committee also views this funding recommendation as an investment for future growth and acknowledges the potential for the ISS function to be essentially self sustaining. However, the Committee also recommends that a more in depth program proposal, including the full costs of services be completed before the function is funded permanently. 4 In accordance with the Enrollment divisional budget request, the total temporary funding requested was reduced by $30,000 due to the Committee s decision to recommend permanent funding for the campus registrar position. 19

20 Priority Recommendation Staffing Staffing recommendation includes $29,300 in permanent funding to support the hiring of a full-time Campus Registrar. The critical institutional risks associated with not having a dedicated campus registrar necessitate allocation from the limited pool of permanent funding available in this budget. Staffing recommendation also includes $28,770 in temporary funding to support the hiring of a full-time ISS Advisor. In accordance with the Enrollment budget request, recommended funding for this position is $30,000 less than requested, as the Campus Registrar position was recommended for permanent funding. The final staffing recommendation is for $3,527 in temporary funding for student hourly support for ISS. Student support would provide office coverage for and assistance to the ISS Advisor. Criteria Recommendation Unit Source Temp/perm Amount Critical Gap in Partial for Campus Registrar Enrollment Operating Perm $ 29,300 Critical Gap in Partial for International Student Advisor Enrollment Operating Temp $ 28,770 Critical Gap in Student Hourly Support Enrollment Operating Temp $ 3,527 Operations TOTAL $ 58,070 Operations recommendation includes $1,000 in temporary funding for international admissions training. Training would be required for the ISS Advisor to remain current in the complex and changing field of international recruitment and to effectively serve international students. The Budget Committee makes this recommendation under the assumption that training activities will not require out of state travel. Criteria Recommendation Unit Source Temp/perm Amount Critical Gap in International Admissions Training Enrollment Operating Perm $ 1,000 TOTAL $ 1,000 20

21 Student Affairs Total Request: Total Allocation: Recommended Total Permanent Allocation: Recommended Total Temporary Allocation: Recommended Total Temporary Contingent Allocation: $ 107,069 $ 107,069 $ -- $ 88,901 $ 18,168 The program indicators for Student may be found on the UWT budget website along with the division s prioritized budget requests. The summary includes metrics by academic program to guide allocation decisions within Student. For FY , Student Affairs has made the following request which is summarized on page XXXX. Item Permanent Temporary Total Request Faculty Staff $ 87, $ 87,068 Operating -- $ 20,000 $ 20,000 ` TOTAL $ 87,068 $ 20,000 $ 107,068 Mission Critical Needs The division s first priority is for permanent funding to create and fill a full-time permanent staff psychologist position. The Committee agrees that current Student Counseling Center (SCC) resources are inadequate to meet growing demand for counseling services, constituting a health and safety need. The Committee also encourages the SCC to consider the important benefits that a Licensed Clinical Social Worker to the Center and its clients. The division s second priority is for temporary funding to support the annual UW Tacoma Commencement Program. While the request does not specifically address any of the three FY2011 budget criteria, the Committee agrees that commencement is a cornerstone event of critical importance to both the campus community and the community at large. The division s third priority is for permanent funding to reclassify an existing professional staff position so that the position may assume responsibility for Commencement planning and coordination. Given that the campus has experienced only one cycle of planning for commencement under a newly restructured system, the Budget Committee is unsure whether a lack of resources is resulting in a critical gap in service. Priority Recommendation Staffing Staffing recommendation includes $68,901 in temporary funding for a full FTE Counseling Professional (staff psychologist or licensed clinical social worker). This hire will allow the SCC to meet growing demand for counseling services, thereby supporting students academic, personal, and social development and success. 21

22 The Committee recommends that the commencement planning process be analyzed further to determine if restructuring or reallocation of current duties could achieve desired results without additional resources. Should this analysis show clearly that current model constitutes a critical gap in service, contingency funds would be released. Therefore, the recommendation includes $18,168 in contingent temporary funding to reclassify an existing professional staff position to include specific responsibility for commencement planning and coordination. The Committee also recommends investigating whether the new full time campus registrar (see Enrollment recommendations) could assume some or all of the responsibility for commencement planning and execution. Criteria Recommendation Unit Source Temp/perm Amount Critical Gap in 1 FTE Counseling Professional Student Affairs Operating Temp $ 68,901 Critical Gap in Position Reclassification Student Affairs Operating Temp (contingent) $ 18,168 TOTAL $ 87,068 Operations Operations recommendation includes the renewal of $20,000 in temporary funding for support of the UWT Commencement Program. The Committee also recommends further analysis to determine how the long term needs of commencement will change given the growth in UWT students and alumni and how institutionally those needs should be met. Criteria Recommendation Unit Source Temp/perm Amount N/A UWT Commencement Program Support Student Affairs Operating Temp $ 20,000 TOTAL $ 20,000 22

23 ATTACHMENT 1. SUMMARY OF REVENUE AND RECOMMENDED DISTRIBUTIONS TOTAL REVENUE AVAILABLE FOR DISTRIBUTION Estimated $ 4,162,759 Less Estimated Budget Reduction $ 1,309,000 Less Estimated Fixed Costs $ 755,925 (UWS Overhead, Utilities, Tech Fee, Benefits, Faculty Salary Promotions) Less Contingency $ 453,412 (Flexible funds for unexpected costs and emergency situations) Available for Distribution $ 1,644,422 DISTRIBUTION OF RECOMMENDATIONS Academic Affairs Administrative Advancement Enrollment Student Affairs Total Prior Commitments Faculty $ 650, $ 650,000 Sub-total $ 650, $ 650,000 Permanent Allocations Faculty $ 51, $ 51,326 Staff -- $ 28, $ 29, $ 145,103 Sub-total $ 51,326 $ 28, $ 29, $ 196,430 Temporary Allocations Faculty $ 554, $ 554,632 Staff $ 43, $ 21,781 $ 32,297 $ 87,068 $ 97,360 Operations $ 125, $ 1,000 $ 20,000 $ 146,000 Sub-total $ 722, $ 21,781 $ 33,297 $ 20,000 $ 797,992 Total $ 1,424,240 $ 28,735 $ 21,781 $ 62,597 $ 107,068 $ 1,644,422 23

24 ATTACHMENT 2. STANDARD EXPENDITURE REPORTING CATEGORIES BY BUDGET PROGRAM AREA CATEGORY Instruction DESCRIPTION All Academic Programs, Arts and Lecturers, Faculty Recruitment Primary Support Academic Affairs, Chancellor s Office, Center for Teaching and Learning, Finance, Faculty Assembly, Human Resources, Information Technology, Institutional Research and Planning Library Administration, Acquisitions, Media Student Disability Support, Commencement, Enrollment Management, Publications, Recruitment, Student Affairs Institutional Support Advancement, Mailing, Equity & Diversity Plant Operations and Maintenance Campus Security, Custodial, Central Equipment, Facilities, Facilities Rental, Utilities Overhead Overhead paid to UWS 24